A project plan is generally divided into a top-level plan and a bottom-level plan. A top-level plan is generally called a milestone plan. For a large project, a plan may not only have two layers, but also has three layers. The project has a three-tier plan, and a milestone plan, that is, the entire project is divided into several milestones, which is the basis for all parties to abide by and communicate with each other. The other is the iteration plan mastered by the Project Manager. The iteration Plan defines the iteration target and the time of each iteration, generally about a month. Before each iteration starts, the project manager defines the iteration target of this iteration, that is, the required use cases, implementation cases, and test cases completed by each iteration, and the time point of this iteration, and the requirements and design for the next iteration, because the use case of the next iteration must complete the requirements and design work in this iteration. So the project manager is called "One on one" when developing iteration goals and plans ". Then, the iteration objectives and time progress should be clearly presented to the following team leaders. Each team lead should formulate the bottom-layer plans of their respective teams. A good practice of the bottom-layer plan of the group is that the plan was prepared by everyone at a meeting. It is not set by the team leader. Of course, the methods can be different. For example, you can set a group leader first and discuss and confirm with the team members. In the project, both methods are being implemented. However, I did not assess which method is better. When leading members of various groups to refine their plans, they often need to take into account the achievement of this goal and the ability of the Group itself. This is actually the commitment of the group members to the iteration goal. This is called "a bit ". The next step is "second-level". After the bottom-layer plan is developed, the project manager and the team lead should be submitted for Joint Inspection and confirmation. At this time, the project manager and the team lead should pay attention to three points: first, is the iteration goal achieved? It mainly involves time points and resources. Second, it is the feasibility of a refined plan. What is similar to the hidden rules is whether some of them are relatively conservative and whether there is laziness, this is often the case. Of course, it is also optimistic that it is not enough to complete the task. Isn't it a delay for the entire iteration? Third, the details of the plan. On the one hand, some leaders have little experience, which is a good opportunity to help the team lead. Based on experience, the granularity of tasks in the plan, whether the tasks are redundant and missing are the focus of attention. In the project, I found that some team leaders have unclear logic ideas, incomplete task refinement, and vague tasks, which leads to problems in subsequent execution and inspection. Therefore, "second-level" is very important. In addition, the project manager is not the only one on the second stage. The project manager should discuss and communicate with the team lead, and promptly communicate and clarify the problems found on the second stage with the team lead. The following is the "II" section. The problems and modification suggestions found in II are sent to the team lead and team members, and the plan is modified and adjusted based on the problems encountered in the plan. After the second stage, the Project Manager submits the plan to the project manager to confirm the plan. However, not every plan is so smooth, or each group's plan is two or two times, and some may experience more rounds and iterations, even if the planning period is more than two weeks, work cannot be stopped. The main cause of this repetition is the adjustment of the time schedule and the impact of temporary changes and tasks. Of course, this is not uncommon in the early stage. (The above is written in Xi'an-6-15)
This summary is based on personal experience under the influence of a Project Manager of inspur.
